Human Values and Ethics in the Workplace

Human Values and Ethics in the Workplace Improving Leadership and Performance in the Water Education, Supply and Sanitation Sectors RESOURCE PAPER Teaching Managers Human Values â€Å"Human Values and Ethics in the Workplace† is a capacity-building initiative developed in a collaborative effort between the Global Dharma Center (GDC) and UN-HABITAT, within the framework of the Human Values Water, Sanitation and Hygiene Education (HVWSHE) Initiative of the Water for African/Asian Cities Programmes. The purpose of the capacity-building is to improve leadership and performance in every aspect of the water education and water supply and sanitation sectors, and to help bring about a new ethic in water use and management.  © 2005 UN-HABITAT and Global Dharma Center For more information: www. globaldharma. org/hvew. htm 2 Teaching Managers Human Values by B. Gustavsson, School of Business, Stockholm University, Sweden; A. N. Tripathi, Institute of Technology, Banaras Hindu University, India; G. P. Rao, Department of Management Studies, Madurai Kamaraj University, India. Abstract The authors are convinced of the necessity in a human dimension in managerial decisionmaking. The problem is to define values in a human context. We have suggested a framework for understanding the origins and scope of human values. We trace values to theistic, humanistic and empirical origins, and connect these to individual, sociological and ecological levels of application. We have illustrated our framework with a case study of a systematic approach to teach human values to managers in India. While this approach is mainly using a theistic approach, we recommend that other approaches to values can be included in courses teaching human values to managers. Human values are necessary in today's management. Business is no longer confined to a national state but is really borderless. Hence business from the international viewpoint, cannot be regulated by governments unless international agreements can be reached. In this â€Å"lawless land† the responsibility of the executive is greater than ever. Which values does s/he promote in her/his actions and decisions? Which responsibility does s/he take? Only towards the bottom line or also towards the growth of mankind? On a national level we find similar concerns with ethics and values in management. Being a generator and facilitator of human material wealth, does her/his responsibility towards human values end there? We do believe that the manager of today has a wider responsibility than that. We believe that it is in the interest of the managers themselves to have a heightened awareness of the values of humankind and also to promote them. I. Human values: what are they? Like most basic areas of human knowledge and experience, the concept of human values defies definitions. Yet it can be instinctively felt, cognitively grasped, discussed as a shareable experience, and thus made a valid area of enquiry. This enquiry is a major under-current of the wisdom literature of all the ancient civilisations and of the later day philosophers, scholars and great leaders of social and political movements. The profusion of ideas, divergent approaches and intermixing of several strands of thought make the effort of conceptualising human values a daunting task for modern scholarship. However, for a clearer understanding of the scope, significance and interrelationship of these ideas it is necessary to have a conceptual framework for classifying them. In the following paragraphs we make a humble attempt at this difficult academic endeavour. Classical literature does not make a distinction between values and human values. Perhaps there was no need for it then. Philosophical ideas on value enquiry were directed towards finding the nature, meaning and purpose of human existence. In the present century search for a theory of values has become a separate branch of modern philosophy and has been called axiology. Although the different realms of this value enquiry cover all areas of human concern like ethics, religion, art, science, social science, law etc. , no separate or special significance is attached to the term human values. One main approach to this classical value enquiry we would like to call the ideal-normative approach. In the Western tradition it is represented by Plato's formulation of the absolute values of Truth, Goodness and Beauty. They are conceived as having independent existence of their own and are 3 used as ideal norms for value judgement at the relative level of human existence. In the Indian tradition absolute values are related to the absolute reality whose nature is described as Sat,Chit and Anand. Attainment of a state of eternal bliss by the realisation of identity of the individual self with the universal Self of this absolute reality is the highest and ultimate object of human striving. Closely related to this absolutist perception is the theistic view which may be called a sub-group of the idealistic-normative approach. It is based on a metaphysical belief system which accepts the reality of a divine cosmic order and faith in the authority of a creator God who is also the upholder of all values. The basis of all ethical, social and other human values is sought in the enduring truths, either revealed or obtained through super conscious insights of sages, contained in the sacred religious literature. Although differing in their belief systems, rituals and customs, the great world religions have a large area of agreement on the basic moral values, conceptions of personal virtues and social group behaviour based on humanistic values of love, brotherhood, caring and sharing. Many leaders of the Indian renaissance, e. g. Swami Vivekananda, Sri Aurobindo, Rabindranath Tagore and Mahatma Gandhi, were inspired by the absolutist-theistic value system and used it as the basis for their efforts towards the spiritual, social and political rejuvenation of the Indian society. In recent times the term ‘human values' has been used for this theistic approach to value system (Chakraborty, 1995a,b; Swami Ranganathanand, 1991). This is perhaps because of the need to highlight the universal humanistic aspects of this value approach, as against the merely speculative, mystical, or life-denying ascetic aspects. In the modern interpretation of theistic value approach the authors have shown its relevance and significance to the managers and other professionals. Another reason for the use of adjective ‘human' before these values may be to distinguish this value approach from the modern, so-called scientific, approach to human phenomena and associated values. Interpreted in its narrow sense this scientific approach robs man of the dignity of his divine association, his spiritual nature and reduces him to a biological organism of a random collection of atoms. It denies any meaning and purpose to life and rejects all considerations of faith, belief, feeling and intuitive religious perceptions. This mechanistic, deterministic interpretation makes man merely a malleable automaton, to be ‘programmed' to meet the demands of the existing socio-technological order, through manipulation of his lower order needs and desires. In the second sub-group of the idealistic-normative approach to human values we would like to place all the different strands of humanistic thoughts, ranging from love and compassion of Buddha to the radical humanism of Marx. Included in this sub-group are the ideas of humanists having varying degrees of theistic, non-theistic and atheistic leanings but attaching prime importance to man and to human values. As Fromm (1981, p. 148) points out â€Å"There is a remarkable kinship in the ideas of the Buddha, Eckhart, Marx, and Schweitzer: their radical demand for giving up the having orientation; their insistence on complete independence; their metaphysical skepticism; their godless religiosity, and their demand for social activity in the spirit of care and human solidarity† (emphasis added). These humanist ideas and movements developed as protests against oppressive constraints on human spirit of freedom, creativity and dignity, imposed by religious dogmas or by dehumanising social or technological orders at their day. They developed a new ethics of man based on interconnectedness of humankind, love and respect for life, the joy of sharing and caring, and the faith in man to shape his own destiny. They find deep reflections in the literary traditions of both the East and the West over the last few centuries (Bharati, 1990), and gave rise to different kinds of social and political theories, like liberalism and socialism, for the betterment of humankind, particularly of the oppressed and the exploited. In recent times it has led to the declaration of Universal Human Rights by the United Nations. The term human values has generally been understood in this context of humanistic thoughts. The second main approach to human values we would like to call the empirical-purposive approach adopted by modern psychologists and other social scientists like Rokeach (1973), Schwartz (1994) 4 and Mukherjee (1965). It views the of values as a distinct component of the total human personality, which guide or affect attitude and behaviour of the individual and social groups. In Schwartz's view values are â€Å"responses to three universal requirements with which all individuals and societies must cope: needs of individual biological organisms, requisites of coordinated social interaction and requirements for smooth functioning and survival of groups† (Schwartz, 1994, p. 21). This approach is non-normative and is not based on any religious, philosophical system of ideas or world view, nor on any social-political ideology. Identification of values, their classification, and search for interrelationships between them is based on empirical methods of observation, attitude surveys, statistical validation techniques etc. Conceptualisation of human values based on the findings of empirical research is fast becoming a distinct area of social science research. These empirical studies and researches on human values are not merely idealistic or intellectual exercises. They are purposive in the sense that the knowledge gained by them is sought to be utilised for practical purposes in diverse areas like, management science (leadership and team building, human resource development etc. , socio-political policy decisions (welfare programmes, race relations, positive action programmes for minorities, population control programmes, environmental policy etc. ). Hence the use of the term purposive in the descriptive title 'empirical-purposive' for this approach to human values. Another way of classifying the different approaches to human values could be in terms of the level of aggregation they focus their attention on. These levels may be called the individual, the sociological and the ecological. The first level focuses on the individual human being, taken as an independent entity. Some illustrative value terms referring to this level are survival values, character, personal virtues, aesthetic appreciation, human rights, salvation, self-realization, etc. At the second level individual values are subordinated to the sociological values. It is concerned with operation of values at the collective level of human society and includes values associated with family and other social institutions and professions; caring nd sharing, sense of social responsibility, social and economic justice, sarvodaya, values of humanity and human interconnectedness, etc. Similarly the ecological level subordinates the first two and consists of values from the standpoint of human beings as a part of the total ecological system. In the reports commissioned by the Club of Rome there is a concern for developing a â€Å"new world consciousness†¦ , a new ethic in the use of material resources, a new attitude towards nature, based on harmony rather than on conquest †¦ sense of identification with future generations† (Mesaroric, M. D. and Pestel, E. , 1974, p. 148) to avoid global catastrophe caused by unrestrained economic growth. â€Å"For the first time a demand is being made for an ethical change, not as a consequence of ethical belief but as the rational consequence of economic analysis† (Fromm, 1988, p. 149). Human values perceptions from this perspective focus on the inter-dependency of human beings and nature and include expressive terms like respect for and harmony with nature, concept of Mother Earth, sustainability, conservation etc. We thus arrive at a two-dimensional matrix for the classification of human values concepts. One dimension of this matrix consists of the different approaches and the other of the three levels of aggregation, shown as the horizontal and the vertical columns of the table below. Approach Level Individual Sociological Ecological Table 1: Two-dimensional classification framework of human values IDEAL-NORMATIVE Theistic Humanistic x x x EMPIRICALPURPOSIVE x x x 5 It needs to be emphasised that the categories in this proposed classification scheme are far from being exclusive. In fact they very much overlap. For example many of the humanistic approaches have theistic foundations and many items of the empirical approach are reformulations of the idealistic approach. What is being implied in the classification is the identification of the main emphasis or main focus of the approach. The entries in the matrix indicate what we consider to be the main level(s) of aggregation which a particular approach focuses on. In our view the theistic approach focuses mainly on the individual level in its quest for making a â€Å"good† man, whereas the humanistic approach is concerned with both the â€Å"good† man and the â€Å"good† society. This is not to deny the sociological and ecological concerns of the theistic approach; however we feel that these concerns are secondary to that for the individual. On the other hand the different empirical approaches together cover all the three, individual, social and ecological levels. The progression in the above matrix, both in the vertical and the horizontal directions, has a chronological order. The earliest human value perceptions were related to the individual level. The growing complexities and tensions of the human societies enlarged the scope to include the sociological considerations as its second focus. And the disastrous impact of the rapid technological developments, coupled with the population explosion, of the present century has made ecological concern as the third focus. Once again this chronological flow has no exclusivity. The philosophical speculations and beliefs of the earliest civilisations, including the aboriginal civilisations in existence today, have remarkable sensitivity and insights about the nature and man's relation to it. However it is only in the recent times that the theme has acquired an urgency to prompt development of a concerted approach to human values in relation to ecology. Similarly many of the later day humanistic values have been traced to the earliest Upanishadic idealistic-theistic views on life and its value (Devaraj, 1988). Yet there is a general chronological flow from the absolutist, theistic view of human values to the humanist view and finally to the present day empirical view. II. Can human values be taught? The question of interest to us is if human values can be taught to modern managers in any systematic way and, if so, to what effectiveness. S. K. Chakraborty, Management Centre for Human Values, Indian Institute of Management, Calcutta, has since 1983 been giving workshops on the theme â€Å"Human Values† on an in-house basis in many companies and as open workshops for managers from different companies and academics, mainly from India, but also from abroad. The impetus for this development is said to have come from managers at various management development programmes given at Indian Institute of Management in Calcutta, asking for Indian insights that could be valuable for organizations and management. The objective of the workshops is to enhance in course participants the sensitivity to and sustenance of the value-system, which Chakraborty has distilled from what he calls â€Å"the Indian ethos†, based on studies of Buddhist, Vedantic and Yogic literature together with Indian epics and Pauranic literature. It is claimed that Indian values are found in the deep-structure of the Indian psyche, as reflected in these sources. The basic idea is purification of the mind, partly through a mind-stilling technique, and partly through practice of nourishing noble thoughts (e. g. compassion, friendliness, humbleness), and rejecting wicked ones (e. . greed, jealousy, arrogance). Such practice will reveal the â€Å"divine†, or â€Å"higher self†, within the individual and s/he will be able to perceive the same in others. The goal is that in a management setting these practices will have repercussions on business life, more specifically in respect of the individual, improve d cooperation, non-attachment to the selfish rewards of the work, increased creativity, service to the customer, improved quality, creating an ethico-moral soundness, cultivating self-discipline and self-restraint, and enhancing generosity (Chakraborty, 1991, pp. 9-20). 6 The content of the workshops varies according to the duration. There are three modules, the first one lasting three days and the next two lasting two days each. Each module elaborates on different principles. Module I, also called the â€Å"foundational module†, develops the basic concepts and practices. It is argued that managerial effectiveness is dependent on a sound values system, undergirding the superstructure of skills, which in turn emanates from a pure mind. The factors influencing a pure mind are discussed in terms of higher and lower self, disidentification and reidentification with the latter and the former respectively, the guna, karma, samskaras, nishkam karma and other theories. The first steps of the mind-stilling technique relating to these principles are given at this stage. Module II focuses on leadership and teamwork and elaborates on a number of principles from the Vedantic and Buddhist literature connected to the theme. Additional steps in the mind-stilling techinque are also introduced. Module III covers the topics stress, counselling and communication. The main issue here is to identify with one's innermost self, which is ananda, as the basic remedy for stress-generating influences. A few more steps are included in the mind-stilling process in this module. These modules can be taken separately or jointly. In the annual workshop at the Management Centre for Human Values all three modules are offered integrally. The workshops are promoted directly and indirectly: directly through mailing of pamphlets to selected companies, and indirectly through the network of previous course participants on the workshops. Initiatives to the in-house workshops can come from top management, HRD (personell) department, open workshop participants who want to bring in the workshop to the company, persons who have come in contact with Chakraborty's ideas, etc. The participation in the workshops are mostly on a voluntary basis, whereas there could be occasions when managers have been asked by the CEO or someone high up to attend the workshops. Following our categorization of human values above, these workshops would fall into the â€Å"idealnormative† approach, with theistic leanings. The source of the values taught at the workshops are derived from the sacred texts of Indian wisdom literature, and the values are claimed to have an eternal and universal character to a great extent. It is normative in the sense that the values are something people ought to have from the ideal perspective, not accepting certain values, or disvalues, just because people are having them. The basic foundation of values is taken to be divine, implying a theistic approach, whereas the humanistic elements are found in caring values, concern for others, love and compassion. The level of focus is mainly on the individual in terms of personal virtues. It is stated that in order to change the environment we must start with ourselves. Thus, more aggregated human levels (organizational, political, societal, ecological, global) are not neglected, but the starting point is the individual. III. Participant responses The participants are asked to submit on the last day of the workshop plans of action which they would like to implement in the six months to follow. We have such plans of actions from a total of 208 participants who attended seven in-house workshops and one Annual International Workshop, held between August 1995 and February 1996, as per the following particulars: 7 Serial No. 1 2 Workshop Tata Iron and Steel Company (TISCO) Tata Engineering and Locomotive Limited (TELCO I) Bokaro Steel Plant (BSP) Ordnance Factory Ambajhari (OFAJ) Tata Engineering and Locomotive Limited (TELCO II) Hindustan Aeronautics Limited (HAL) Indian Farmers and Fertilisers Company Limited ( IFFCO ) TOTAL No of participants 22 32 4 5 23 17 23 6 7 17 32 166 42 208 8 Annual International Workshop ( IIMC ) GRAND TOTAL Table 2: Workshops examined TISCO and TELCO belong to the well established and highly reputed Tata Group of Companies in India, while the others are leading public sector undertakings / government organisations. Managers belonging to senior and middle management cadre normally participate in these in-house workshops. The rank during the workshop s can vary; some are pure peer-groups and at some there can be a superior-subordinate relationship during the same workshop. The annual international workshop, on the other hand, attracts top and senior practitioners, owner-managers, academia, consultants, and government officials from India and abroad. The respondents whose plans of action would be analysed thus represent a cross section of highly educated,motivated and successful persons in their chosen spheres of activity. The responses/ data which constitute their plans of action, however, have certain built in limitations : 1. We can only make inferences from the immediate time at the end of the workshop; 2. We can only study the managers' responses to, and expectations of human values, not how they are reflected in their behaviour; 3. We do not know whether there has occured any changes in the managers' attitudes towards human values, as we don't have data from them prior to the workshop; 4. We do not know how honest their attitudes are due to perceived group pressure from peers, super/subordinates, from the course leader, desire to give a good (or bad) impression or other possible factors. 5. The answers are given spontaneously without forewarning and therefore may not be well thought out ideas. 8 The analysis of the plans of action meant to understand the intentions of the participants, and make inferences from their statements the extent to which these workshops have influenced human values in managers. The intended actions are analysed with reference to (a) the contents of the workshop, and (b) the purpose of, and the direction in, which they want to make use of the contents, inputs, knowledge and skills they have learnt from the workshops. A) Content Analysis A content analysis of the responses shows that the most frequent item figuring in almost all of the course participants' plan of action is the resolve to practice the mind-stilling and breathing exercises taught in the course as an essential experiential practice for Chitta-Shuddhi and for communion with the higher Self. Its enthusiastic reception may have also been prompted by the urgent need for maintaining a calm mind in the tension ridden life of practicing managers. The next most common resolve relates to the practice of a cluster of values and value-principles emphasised in the course. It includes, (i) cultivation of values related to higher self and suppression of disvalues associated with lower self, (ii) practice of nishkam karma (self-less action) in work-life as well as personal life, (iii) practice of giving model of life based on the concept of five fold debts (deva rin, rishi rin, pitririn, nri rin, and bhuta rin) (iv) cultivation of satwaguna over rajoguna, and (v) introspection to examine, and to rearrange one's career goals, life styles, attitudes and value systems in the light of the above noted paradigm of higher values. Some responses indicate a desire to propagate and share the ideas learnt in the course with members of the family as well as members of the work-group. A smaller number of responses show the desire to learn more about these ideas by reading the sacred wisdom literature of India, like Gita, Upanishhads, writings of Vivekanand, etc. One can conclude from this content analysis that the value concepts of Indian psycho-spiritual tradition have been well received. They have had a positive impact on the participants as indicated by their resolve to internalise them and to use them as a basis for self-development. B) Purpose/Direction Analysis A perusal of the plans of action indicated that the purpose of the participants was to apply the knowledge gained by them for development of the self, members of his/her workgroup, viz, superiors, colleagues, and subordinates, and of his/her family members and friends. They also wanted to transmit or communicate the knowledge they gained to the members of their workgroup, family and friends. The purpose thus was three-fold (development of self, workgroup members, and of family and friends): and, the direction two-fold (toward workgroup members, and toward his/her family and friends). Juxtaposing the purpose and direction, a table is prepared containing relevent particulars and percentage analysis. 9 WORKSHOP NO. OF PRTICIPANTS WITH MAJOR FOCUS ON SELF DEVEL. OTHERS TOTAL NO. OF PLANS OF ACTION FOCUSING ON SELF OTHER PERSONS DEVEL. IN OUTSIDE ORG. 5 85 (75%) 89 (96%) 92 (80%) 29 (66%) 61 (90%) 37 (54%) 147 (96%) 540 (82%) 215 (87%) 755 (84%) 6 14 (12%) 3 (3%) 18 (16%) 11 (25%) 4 (6%) 25 (37%) 4 (2. 5%) 79 (12%) 21 (9%) 100 (11%) 7 15 (13%) 1 (1%) 5 (4%) 4 (9%) 3 (4%) 6 (9%) 2 (1. 5%) 36 (6%) 11 (4%) 47 (5%) TOTAL PLAN TO COMMUNICATE KNOWLEDGE TO OTHERS WITHIN ORGAN. 15 (52%) 2 (67%) 11 (48%) 7 (29%) 1 (100%) 15 (88%) 5 (63%) 56 (53%) 5 (38%) 61 (52%) OUTSIDE ORG. 10 14 (48%) 1 (33%) 12 (52%) 17 (71%) nil 2 (12%) 3 (37%) 49 (47%) 8 (62%) 57 (48%) TOTAL 1 1. TISCO (N=22) 2. TELCO (N=32) 3. BS P (N=23) 4. OFAJ (N=17) 5. TELCO (N=23) 6. HAL (N=17) 7. IFFCO (N=32) TOTAL 8. MCHV (N=42) GRAND TOTAL 2 11 (50%) 28 (87%) 11 (48%) 4 (24%) 18 (78%) 4 (24%) 31 (97%) 107 (65%) 37 (88%) 144 (69%) 3 11 (50%) 4 (13%) 12 (52%) 13 (76%) 5 (22%) 13 (76%) 1 (3%) 59 (35%) 5 (12%) 64 (31%) 4 22 32 23 17 23 17 32 166 42 208 8 114 93 115 44 68 68 153 655 247 902 11 29 3 23 24 1 17 8 105 13 118 Table 3: Analysis of plans of action from course participants on workshops for human values As stated, two values (percentages) have been calculated, viz. number of participants with 50% or more plans aimed at self-development; and, number of plans aiming at self-development as a percentage of total number. of plans. For example, in the first workshop included in the table (TISCO, N=22), 50% of participants had their plans aimed at self-development (column 2), while 75% of the total number of plans discernible from the statement of the participants of the workshop were meant for self-development (column 5). The most forceful and consistent finding from above relates to the self in terms of both the number of participants focussing on themselves, and also the number of plans made for their own development. In all, 69% of participants had 50% or more of their plans aimed at self-development (column 2) and 84% of the plans of actions envisaged related to self -development (column. 5) such as those discussed under the content analysis. The first three workshops in the first category, viz. the percentage of participants with focus on self, are IFFCO (97%), IIMC (88%) and TELCO-I (87%). TELCO-II, IFFCO, and TELCO-I workshops occupy the top three positions with 96, 96 and 90 percentages respectively in the second category, viz. the percentage of plans aimed at self-development. The remaining three workshops have corresponding percentages as follows: BSP (48% of participants, and 80% of plans being selforiented), OFAJ (24 and 66), and HAL (24 and 54). Even in the case of OFAJ and HAL workshops which have lowest percentage of participants with 24 each, also have more than 50 percent plans each (66 and 54%) aimed at self-development. It thus appears that self-orientation in terms of the percentages of participants and of plans of action cuts across, and permeates, all the eight workshops covered. The other finding deserving attention relates to the desire of the participants to use their knowledge gained through the workshops for the development of their workgroup members, i. e. superiors, 10 colleagues and subordinates of the participants. On the whole, 31% of participants had their plans primarily aimed at the deveopment of their workgroup members (column 3). Eleven percent of the plans of action were aimed at such development (column 6). However, the public sector organizations, OFAJ, HAL and BSP, show significantly higher interest in their workgroup members. This can bee seen in both the number of participants with major focus in their plans on others (76, 76 and 52 % respectively, column 3), and in the number of plans of action focusing on others persons in the organization (37, 25 and 16 %, column 6). The inferences are that the public sector managers perceive -as compared to their counterparts in private sector – higher need for training of others and lower need for themselves. This difference may be indicative of a different organizational behaviour and social thinking in these organizations with respect to individual and group focus. It may indicate that the managers in the governmental organizations consider themselves less needy in development than their subordinates (â€Å"I'm OK but you're not†). Or it may indicate a sincere concern of the managers in the governmental sector for their fellowmen. Such difference in organizational behaviour could stem from factors connected to the difference in ownership influencing the organizational culture. However, the responses in our data are too inconclusive for us to make any definite conclusion on this point. IV. Our conclusions Chakraborty's innovative approach to value education for practising managers is impressive. He has culled out selected psycho-spiritual values from the traditional wisdom literature of India, suitably reinterpreted them and woven them together to form a coherent theory of human values. This theory is then utilised to explain the problems and tensions of both personal and work life of modern professionals and to indicate the way for a better quality of life. That this approach finds deep resonance in the hearts and minds of Indian managers is evident from our observations of the course participants' enthusiastic, and at times deeply moving, articulations at the conclusion of the workshops. At the beginning of section II we raised the question whether human values can be taught and with what degree of effectiveness. Judging from the course participants responses, Chakraborty's approach seems to have met with mostly deep appreciation. Such response undoubtably provides a fertile soil for reexamining and developing one's human values. To that extent it is evident that the workshops have been effective in influencing the human values of the course participants. However, it is difficult to reach any conclusion as to what extent the course objectives have been interiorised by the course participants and the general learning effects of the workshops in the daily lives of the participants. What are the effects in the managers' work and family lives, and do their decisions reflect an increased awareness of human values? Neither can we draw any conclusions about the duration of the effects, i. e. whether it will last for a day or week and then vanish, or if the effects are stable and enduring. It is also evident from the responses and the stated objectives of the course that the main focus is on the self; self-awareness, self-analysis and self-development. It is consistent with the view that the individual is the cornerstone of all changes and transformations at the organizational as well as the societal levels. While the necessity of this self-development as a precondition for the value transformation in society may not be in doubt, the emphasis on it may convey the message that it is also sufficient for all the value problems of today's living. At the organizational level the difficulty may be posed in terms of two distinct, though related, categories of intra-personal and inter-personal values. The latter are of vital significance to managers' organizational role of a team leader, a change agent or a member of a work group. A heightened sensitivity to personal virtues, which is very effective t the intra-personal level, in itself may not be sufficient for values needed for effectiveness at the inter-personal level. Additional emphasis on humanistic values like human warmth, friendliness, acceptance of the other person as s/he is, trust, 11 empathy etc. , may help bring about a better value balance. As indicated in our study, the emphasis on the inter- and intra-personal levels, as also th e extent to which other approaches to human values should be emphasized, may have to be adjusted depending on the type of organization that is approached. The manager significantly affects, and is affected by, the value culture of the society, through the mediating agency of organizations and other social institutions. Proper appreciation of this value dynamics requires understanding, and interiorisation, of the operation of human values at the societal and ecological levels of our categorization. It is not clear as to what extent values at these levels can be developed and nourished through the present structure and approach of the human value workshops. An evaluation of the impact of the workshops, including long-term effects and effects on different levels of human values, may help clarify the position and lead to suggestions for expansions and alterations in the course contents as well as the methodology of the workshops. References Bharati, D. (1990). Mnav Mulya Aur Shitya (in Hindi; transl. : â€Å"Human Values and Literature†) Delhi, Bhartiya Jnanpith. Chakraborty, S. K. (1991). Management by Values. Delhi: Oxford University Books. Chakraborty, S. K. (1995a). Human Values for Managers. Delhi: Wheeler Publishing Co. Chakraborty, S. K. (1995b). Ethics in Management. Delhi: Oxford University Press. Devaraj, N. K. (1988). Humanism in Indian Thought. Delhi: Indus Publishing Co. Fromm, E. (1981). To Have or To Be. New York: Bantam Books. Mesaroric, M. D. and Pestel, E. (1974). Mankind at the Turning Point. New York: E. P. Dutton, quoted from Fromm, 1988, p. 148. Mukherjee, R. (1965). The Social Structure of Values. Delhi: S. Chand. Rokeach, M. (1973). The Nature of Human Values. New York: Free Press. Schwartz, S. H. (1994). â€Å"Are there universal aspects in the structure and conduct of human values? † Journal of Social Issues, 50, no. 4, 19-45. Swami Ranganathanand (1991). Human Values in Management. Delhi: Bharati Vidya Bhavan. Notes 1. The authors are grateful to professor S. K. Chakraborty, convenor of the Management Center for Human Values, Indian Institute of Management, Calcutta, India, for his collaboration, support and comments on this paper.  © Gustavsson, Tripathi & Rao 1996. No part of this work may be reprinted in any form, physical, electronic, or otherwise, without written consent from the author. About the authors B. Gustavsson graduated (civ. ek. ) 1975 from School of Business, Stockholm University, Sweden, and received his Ph. D. (Ekon. r. ) there in 1992. He is presently working as assistant professor at School of Business, Stockholm University. His latest project is a study on values transition in Indian management. A. N. Tripathi is a professor of electrical engineering at the Intstitute of Technology, Banaras Hindu University, India. He obtained his B. Sc engg (electrical) from Banaras Hindu University in 1 960, M. Tech (control systems) from Indian Institute of Technology, Karaghpur in 1965, and Ph. D. from University of Wales in 1971. He is presently working on a project called â€Å"Human Values in the Engineering Profession†. G. P. Rao is senior professor and head of the Department of Management Studies, Madurai Kamaraj University, Madurai, India. He has an M. A. in economics and postgraduate Diploma in Management 12 (PGDM) from Indian Institute of Management, Calcutta (IIMC). He has recently finalized a project called â€Å"Human Values in Industrial Organizations: A Feminine Perspective†. . 13 United Nations Human Settlements Programme (UN-HABITAT) P. O. Box 30030, Nairobi, KENYA www. unhabitat. org www. unwac. org Tel: +254-20-623060 Fax: +254-20-623588 Global Dharma Center (GDC) Dallas, Texas 75240 USA www. globaldharma. org Tel/Fax: +1-646-514-8260 14

Legal and Illegal Immigration in the U.S. Essay

Immigration Immigration in the United States has grown to an all time high. Now when someone hears the word immigration they automatically think of â€Å"illegal† immigrants from Mexico. But it’s people from all countries, legal and illegal. I will give my reasons why the United States should place more restrictions on immigrants. When the two World Trade Center towers where destroyed everyone immediately thought of terrorist’s. Later United States intelligence linked it to Osama Bin Laden. Bin Laden had his people from his army come to the United States and get information on how to carry out his plan. The terrorist’s even trained on U.S. soil to get more knowledge on how U.S. machinery, security, and aviation works. Now those terrorists came to America legally. Most of the immigrants come here illegally. I think that the U.S. should place troops on the Mexican boarder and the Canadian boarder to minimize the number of illegal immigrants entering the country. Now someone may argue that immigrants contribute to the strong U.S. economy by filling jobs, and even paying taxes. And that tighter restriction would compound the economic harm from the terrorist attacks. But the truth is the nation can’t afford to have immigrants in the county when INS cannot track them. Furthermore more the immigrants have taken job opportunities from the native-born Americans, and lowered wages. I’m sure that if the United States doesn’t fix this problem the unemployment rate will grow much higher in our country. I feel that the United States should place much more restrictions on the people coming into the U.S. Legal and illegally. I have already said that many immigrants have taken many job opportunities away form the native born Americans and that the U.S. can’t afford to track them. Now I’m not saying that we should ban people from our country, but our nation needs to screen people much better then the way they are now.

What do you want to achieve as an employment intern with caesars Essay

What do you want to achieve as an employment intern with caesars entertainment - Essay Example The company would help me in building an exceptional verbal and written communication skill-set, providing me with ability to communicate efficiently with people around work. I believe at Caesar’s I would learn how the casino industry works and over time I would be able to help the company with my valuable advice regarding business development. By working with this company I want to become a responsible employee, more career-oriented and eager to learn new about various technologies at work in the industry. While at Caesar’s I also hope to master the art of loyalty and customer retention as I believe it is essential in building my career as I go forward with it (Spring Employment Internship Unpaid (BLV) in Las Vegas Nevada United States, 2014). Spring Employment Internship Unpaid (BLV) in Las Vegas Nevada United States. (2014). Retrieved January 7, 2015, from Caesar Entertainment:

Universal Health Care Essay Example | Topics and Well Written Essays - 750 words

Universal Health Care - Essay Example The current system of healthcare basically seeks community and society influences to make healthcare better for the average consumer, but some critics who advocate universal healthcare say that the system of managed care is run not by concern for the customer, but by the bottom line of profits. It is therefore not a community healthcare organization necessarily, but a consumer one. â€Å"Patients expect the managed care provider to help them manage their relationship with their health plan. Providers should supply patients with information about health plan changes by their employer and assistance in discussing their health plan preferences with their employer. The provider can encourage patients to take responsibility for their relationship with the health plan, but also should have processes in place to assist the patient in working with the health plan to address issues such as care denials or other service issues† (Tomczyk, 2002). This addresses customer service principles rather than general wellness. consumer care, such as currently existing programs like Medicaid and Medicare that provide programs that increase accessibility for the poor and elderly. Other countries such as Canada have made medical care universally accessible to everybody in the country. Accessibility, as well as education, is an important goal. If a person is poor or elderly, they are going to be less likely in the US to get quality healthcare and have insurance, and in many cases, it is a problem of access as well as opportunity. For poor minority immigrant families for example, â€Å"reducing Medicaid eligibility for these children will not necessarily save money as long as children remain eligible for costly emergency care† (RAND, 2002). Many immigrant families find it hard to navigate the existing pattern of federalized programs on a state and local level in terms of eligibility and access. educational programs

Essay style Why has the European Union been particularly active in its

Style Why has the European Union been particularly active in its employment anti-discrimination measures Set out the ma - Essay Example The diverse nature of conflicts within the European requires some form of moderation in order to achieve a level playing ground that can effectively lead towards the attainment of the shared goals (Salama & Council of Europe 2011, p. 121). The EU membership comprises of countries that speak different languages, which imply different cultures and worldviews. Some of the countries have had some historical challenges that could threaten the harmonious coexistence within the Union. Concerns over the possible dominance of some countries over others and presumed imbalances in various aspects of life such as business, global influence, and resources have fueled concerns of prejudice, preferential treatment, and discrimination within the union. It is because of this that the EU endeavors to enhance its operations in ways that foster unity and balance among member countries. Discrimination is largely a factor of competitive advantage (European Commission, 2008, p. 65). Discrimination is most likely to occur in conditions where many nationalities come together towards the attainment of certain objectives. Internal competitions and power struggles will tend to surface in ways that make it problematic for countries to articulate their concerns more effectively. The constituent members within the Union seek the attainment of certain political goals, social goals, and economic goals. The reality of discrimination places a direct hurdle towards the attainment of these goals. Tendencies of cultural supremacy and fears of cultural inferiority have, in the past, slowed down the integration of the EU members. Some countries have expressed reservations that the current operational climate is skewed in favor of particular countries (Corry, 1996). Internal differences between Anglophone members of the EU and other countries have led to fears of discrimination, which are because some countries are likely to benefit from undue advantage over others. It is for this reason that the EU s ought to draft specific legislations that provide sufficient safeguards against the possibility of lapsing into acts of discrimination based on language, culture, or country of origin (Fella & Ruzza, 2012, p. 40). These specific safeguards are meant to assure the member countries of fairness in the treatment of their citizens and countries in terms of certain benefits that relate to the specific issues that connect with the mutual interests that connect with the union. Discrimination usually imposes structural and systematic obstacles to the victims (Kahn, 2008). It curves out a system that provides privileges to some people or groups while subjecting others under unfair treatments. On this score, the EU sought to prevent the possibility of discrimination, as a way of encouraging the full participation and impartial treatment of its member countries and the citizens of the same countries as they moved about within the region covered geographically by the union (Falkner, Treib, & Hol zleithner, 2008). Efforts to determine the real extent of EU’s power should be understood from the fact that the union embodies certain qualities and virtues that must be upheld for the sake of its sustenance. The realization of the projected ends of the union depends significantly on the manner in which the unions operate and the balance of power and relations between them. The handling of matters of discriminati

Survey of Human Resource Management db 3 Essay Example | Topics and Well Written Essays - 500 words

Survey of Human Resource Management db 3 - Essay Example The following discussion focuses on employee retention and how organizations can enhance upward mobility. Organizations should be able to provide a well defined career path for all positions in their organizations. As stated by Shore (2013), organizations can increase their percentage of employee retention by helping their employees envision credible rewards such as salary increment, promotion, performance rewards, and bonuses. This should be available for the junior staff, supervisors, line managers and the top management of an organization. It is important to note that the line managers and top management are the most often affected and may be at risk of leaving because they may feel that their careers have stalled at the present organizations. Well defined career paths can be provided through effective performance management practices where you talk to your employees about their goals and aspirations. Employees inputs serves as a point of departure upon which human resource managers can brainstorm ways to structure job descriptions not only to accommodate employees’ goals and aspirations but also to advance them in a well structured career path. In this regard, attention should be given to alternative career paths that define a more personal employee aspiration since most career paths do not reflect employees’ personal goals. This is not only important in fostering career retention but also important in creating a work environment which promote growth and development (Chhabra & Mishra, 2008). The second strategy for enhancing upward mobility and promoting retention is by fostering skill building through education assistance and cross-training for all employees. Cross training is an important strategy since it helps employees acquire new skills, stay motivated and become more interested in their job. Employees often value opportunities that are available to them

Compare and contrast freud's psychodynamic conceptualisations and Essay

Compare and contrast freud's psychodynamic conceptualisations and Rogers' person centred and phenomenlogical conceptualisations - Essay Example Freud could be hated, criticised, but could never be ignored. Both had clinical theories, based on their own experiences, which were sound and contributing, and both theorists had well thought-out theories without any obvious loopholes and both their theories had very broad application possibilities. To some extent, the similarities end here. The difference comes in the simplicity and elegance of Roger’s theory and the difficult, exalted concept of Freud’s. This does not mean that Freud’s theory is inapplicable. Actually, it has remained more applicable than all the other psychoanalytic theories. But Roger simplified much of the theory and to a very large extent, humanised them. For Roger, the psychological disturbances and metal difficulties and deficiencies of a person are normal, because he thinks about mental problems in par with the physical problems and he says, in humans, it is expectable. He builds his entire theory on a single ‘force of life’ and calls it the man’s ‘actualizing tendency’. He thinks that every man has a built-in-motivation that could be either ignored or developed into its fullest possible potential. His concept says that apart from the survival instinct, man has the foremost desire to develop himself to the fullest potential, and whether he d oes so, or not, depends on the circumstances and will power, but definitely not due to lack of desire. He thought organisms, birds, animals, ecosystems have more possibilities of maximising and utlising their potential than the man and he called it organismic valuing with positive regard. All concepts theorised by Rogers were more person-centred more connected with person’s own experience and framework of reference as response to the obvious phenomenological functioning of the person. His focus is on the immediacy of client’s experience. He said â€Å"I do not minimise the importance of dealing with the past as it

Oedipus the King Essay Example | Topics and Well Written Essays - 500 words - 2

Oedipus the King - Essay Example All this happened because he tried to escape the predictions that he will commit these mistakes. He ran away from his foster parents, thinking that they were his real parents and ran into the horror all by himself. Oedipus represents the basic predicament of human beings trapped in the unknown spheres of their own destiny. In the beginning, he laments the suffering of himself and everyone else in the inflicted city of Thebes, without realizing that the cause for it is his sinful actions: Oedipus can be seen as belonging to the Greek culture which operated on the pragmatic aspects of life which included action at the expense of introspection though the element of piety was a major element in their day-to-day existence. In a broad analysis, it is possible to analyze Oedipus as a Dionysian representation in Greek terms, exhibiting sudden action, excesses, violence, ruthlessness, and so on. The Apollonian representations, on the contrary would depict contemplative action with due emphasis on intelligence over impulse Terry Eagleton, in his Holy Terror (2005) observes how in Sophocles’s Oedipus at Colonus, Oedipus â€Å"is transformed into a tutelary deity, protecting the citizens of Athens from assault† (15) and states that the Dionysian impulse for violence is normally a reaction to â€Å"lack of piety† (16). In Oedipus the King, the question of morality is not strictly the concern of its protagonist, a man of action. He kills Laius where the three roads meet, because he was denied his freedom to proceed further. Even as he was troubled by the need to discover his identity, Oedipus does not try to find out the identity of the people whom he attacked and killed. He did not exhibit any sense of guilt even as he had to narrate this incident to Teiresias, after many years. Even though Oedipus has committed his sins unknowingly, the thoughtless actions from his side are not to be discounted, especially as he was

Group and Team Behavior Essay Example | Topics and Well Written Essays - 750 words

Group and Team Behavior - Essay Example Being the largest employer of the United States with almost 1.4 million workforces together with 600,000 worldwide, Wal-Mart plays an exemplary role as a high performance organization, comprising self directed teams (Thomson, 2009). The benefits that such teams bring to the organization are manifold. Workers get themselves involved in duties like scheduling work activities, ordering materials, collaborating with cross functional teams, like IBM, to introduce product innovations and making assessments. It enables employees to feel challenged as they develop a strong sense of identity with the organization. Minimum supervision is provided, therefore members are jointly held accountable for any conflict situation (Daft, 2007, p.298). Better training of cashiers and monitoring the utilization process help to increase productivity rates up to 10-12% (Johnson & Bradford, 2002). In order to support and encourage these teams, Wal-Mart has been able to create a sound corporate culture. In its organizational strategy, employees start to receive training from the orientation day following weekly meetings. Managers’ performance in the organization is assessed on the basis of their ability to comprehend culture. Those employees who show a firm dedication to the company are rewarded (Hart, 2006, p.389-390). Wal-Mart has devised a system that deals with creating promotion opportunities. Without yielding any gender discrimination, the organization has developed a formal mentoring program that encourages minorities and women who wish to seek managerial positions (Hart, 2006, p.389). In the year 2003, an Office of Diversity was established, by Wal-Mart, to provide diversity training to all managerial levels of workforce. Company officers were held accountable to ensure individuals are meeting set goals with the penalty that the company bonuses might be

Domain Name Disputes Essay Example for Free

Domain Name Disputes Essay A domain name is user-friendly way of expressing the Internet Protocol (IP) address of a web location. When the domain name of the web site is entered, it would provide a direct link to access the content located on the site of the IP address. The domain name has characters and numerals separated out by dots (. ) which suggest various levels in the domain name. A domain name can have anywhere between one to 63 characters, and can include certain special characters such as (-). The valid characters of the domain name include A to Z and 1 to 9 and 0. Capitalisation is not used as a method to distinguish from one domain name to another . Domain name has been a very user-friendly way of accessing content on the internet, and hence people often use it to search for businesses on the net. Today’s domain name system was earlier utilised by the network set up by the department of defence and academic organisations for research and communications purposes. This Domain name system (DNS) was initiated as early as 1984 and has been extended to all areas of the world where the internet is accessible today. The domain name would actually convert into an IP address, which would suggest a physical location of a computer or a system on the Internet . Since, not more than one site can have one address; there have been a lot of conflicts in the use of domain names. A particular domain name would have different levels. The various levels in the domain name are separated or recognised using the special character dot (. ) (to differentiate between the various levels). If you take the domain name abc. xxx, it is a second level domain name, consisting of 2 levels, abc and xxx. On the other hand, mno. abc. xxx, consists of three levels, namely mno, abc and xxx. The characters in the domain name are usually counted from the right to the left . The Internet protocol addresses, domain names, etc, which are utilised for internet management are today generally handled by an organisation known as the â€Å"Internet Assigned Numbers Authority† (IANA). In turn the daily affairs regarding the assignment of top level and second level domain names are taken care of by individual Internet Registries (IR) . There are several hierarchies of domain names including top level domain names (TLDs’), Second Level Domain names (SLD’s), third level domain names (3LD’s), etc. The management of the top level domain names are done by the ICANN at the international level. They also provide resolution of disputes at the international level through an arbitrary and simplified process known as ‘UDRP’ (Uniform Domain Resolution Policy) . The TLD’s are the domain name that appears after the last (. ) in the domain name. For example, in a general domain name such as abc. com, the . com is the TLD. Again, the TLD can be of two types namely, a generic TLD and a country specific TLD. The generic TLD’s include . com, . net, . info, . xxx, . org, . edu, . tv, . res, . mil, . gov, . int, etc. The country specific TLD’s include Top level domain names that are specific to certain countries such as . fr, . eu, . in, . my, . us, etc. For specific top level domain name types, a specific registry would be approved (assigned by the ICANN), to assign, manage and handle any issues that may arise for that TLD . TLD’s can be again classified as two types depending on the restriction imposed to register and assign, including restricted generic TLD’s and unrestricted generic TLD’s. Restricted generic TLD’s would require certain amount of eligibility to register in the registry. For instance, the TLd . int, requires that the body registering be an international approved organisation such as the WIPO, WHO, etc. No person can register under this TLD without eligibility. Verisign (an internet registry) would likewise permit registration of telecom organisations to register under the generic TLD . net. Only non-profit organisations, institutions, voluntary organisations, etc, can register under the TLD . org. Organisations that are governmental in nature, can register under the domain name . gov. Unrestricted domain names, do not require eligibility regarding organisation type or geographical location, and any person can register under such domain names without restrictions, on a first come first served basis. One such domain name is the . com, which accounts for about half of all the domain names registered in the world. People wanting a domain name under the . com TLD, need not demonstrate any eligibility, but can register a particular domain name on a first come first served basis . Many people site that the greater amount of interests by commercial organisations in the . com registry and the offering of registration on a first come first served basis, has created huge conflicts in the domain name allocation. Country coded top level domain names are assigned domain names based on country specifications. Only if the organisation is located in a certain country or provides business or services to a particular country would it be permitted to use that ccTLD. For instance . uk or . my are TLD’s belonging to the United Kingdom and Malaysia, respectively . The second level domain name is the portion of the domain name that lies before the (. ) of the TLD. This may include a unique name corresponding to an IP address or may be even suggestive of the geographical location of the business. For instance in abc. net, the second level domain name is abc. On the other hand, abc. uk. org, the second level domain name is . uk, and it suggests the country code. Abc, would then belong to a third level domain name (3LD). The United Kingdom is a country that follows a top-level country coded domain name. For instance, the domain of several organisations in the UK would be abc. org. uk and not abc. uk. org . Domain name and Intellectual Property Rights Many courts have tried to define what a domain name is. They consider it to be an address, which has to be selected by the user, and since one user would be using one address, it needs to be unique and not identical. The courts also give consideration that people would often try to guess the web address from the name, location and other features of the applicant. A domain name is more of a sign or a mark which can help to distinguish the goods and services of one trader from the goods and the services of another. Hence, a domain name can be having an intellectual value and can be given an â€Å"Intellectual Property Right Protection† . Following a rise in the traffic and popularity of the internet, there has been a rise in the domain name issues. Domain name were considered to be earlier more of addresses that helped to located the trader or an organisation on the cyber world. However, today domain names are turning out to be more of identifiers, trademarks, marks or indications of the goods, services, etc, of a particular trader. A domain name consists of alphabets, numerals, punctuation marks, etc, and hence possesses the characteristics of a trademark. For many companies, the value of the domain name is considered great as they would be using the internet for business . Today domain name rather than the name of the companies are considered to be identifiers and are often being used as advertisements. Hence, in many instances, domain names and trademarks are in conflict. It is important to note several special characteristics of domain names:- 1. They are global as once they are registered anybody from the world can use the address to gain access to the trader’s web site 2. They need to be unique as only one address can lead to a web site 3. Domain name are often guessed by the users, and hence minor changes or errors need to ensure that the user still is able to reach the intended location 4. An honest and current domain name user cannot exist as in the case of trademarks 5. Domain can cannot be given for style of writing, colouring patterns, use of images, etc Companies have moved their business over to the internet and this has created several conflicts with the traditional trademark owners. If a traditional trademark owner finds that a internet business company is using a name similar to the trademark’s owner, then he has to prove that the internet business is in fact using the name in bad faith, trying to dilute the name of the trademark owner, to create unfair competition or to create confusion in the minds of the consumer. Earlier, the NSI had a dispute resolution policy, but there was a lot of controversy in the processes, such that both opposing parties had to come to an agreement. The ICANN has implemented URDP that would be applied in all domain name disputes that are used in bad faith . Organisations concerned with domain name Issues When the internet was initially started and expanded for commercial and academic use, the non-military segment of domain name allocation was done by the NSF (National Science Foundation). This was followed till 1992, and in the year 1993, the Network Solutions Incorporation was formed which helped to register all the generic TLD’s, . net’s, . com’s, etc . Till the year 1999, the NSI ensured that all the registration and allocation of second level domain names for the major TLD’s was brought about. Considering that about half of all the domain names are in the . com segment, NSI had a major role to play in allocating domain names. They also had some amount of control over dispute resolution processes. However, the NSI did not have any official mediation processes, and was not responsible officially for domain name conflicts. Initially, the NSI provided registration to the domain names on a first come first served basis and did not check the credibility of the registering organisation. This according to many has led to conflicts regarding domain names across the world. The NSI did not check whether the domain name was a part of the party’s name . Slowly there was huge controversy regarding the manner in which domain names were allocated and provided registration by the NSI. There was a huge increase in the trademark disputes especially in the . com TLD domain. The IANA had no concern for legal issues over the domain name allocations. Hence, many nations including the US had concern over the allocation of domain names over the internet . In 1997, the management of several generic TLD’s were handed over to the International Ad Hoc Committee (IAHC). The organisation helped in framing 7 new generic TLD’s and ensuring greater amount of healthy competition in the second level domain names . The NSI and the IANA were together concerned with the development of a set of rules and regulations for the assignment of domain names. They developed a corporation that would have jurisdiction for the assignment of domain names throughout the world. This organisation (ICANN) also helped in the development of rules and regulations for the internet domain names. The US DOC also played a major role in the development of the ICANN. The final version of the bylaws by the ICANN was released on October 2, 1998, and released by the DOC. On November 1998, the ICANN and the DOC decidedly to jointly design rules, regulations, mechanisms and methods to ensure Domain name functions. The DOC and other organisations were interested in bringing about better competition and ensuring stability. The role of the US government was slowly being transferred to the ICANN. The NSI also changed its name to Verisign. It was concerned with developing a shared registration system and provides services under the generic TLD’s such as . com, . net, etc. Verisign has to sell certain number of registers in order to have authority of the . com register in 2001. However, some of the registries of Verisign and ICANN still are shared from May 2001. Verisign would operate various registries such as the . org registry till 2002, the . net registry till 2005, the . com registry till 2007. The ICANN has allocated the . org registry from 2002 to 2008 to Public Internet Registry and Verisign for the . net registry from 2005 to 2011 . Public and social issues concerned with domain name allocation The domain name has turned out to be a huge business model for several companies. The ads-per-click policy, which would ensure that advertisements placed in the domain name would make more money than the domain itself, would ensure that the domain is continued. On the other hand, if the cost of the domain is more than the advertisements, then the domain is ceased for the next year. There is also a five-day grace period (following registration), which ensures that anybody who has registered a wrong domain can go back and correct his/her mistake. Today, domain names are created and dropped at a very fast rate, and hence, people are in huge confusions. This is happening at a very fast rate, even faster than the rate trademarks are picked up and dropped. To ensure certain amount of control at the rate at which the domain names are picked up and dropped, the ICANN is monitoring several registries. It has given certain number of its registries to companies that can sell out domain name. Such companies are known as ‘registrars’, and they would usually be working on the . com and . net TLD. However, the ICANN has introduced a 5 day window period, which would allow the registering body to make changes or take back the domain name registration within a period of 5 days. The ICANN can also recommend the owner to make modify or even remove certain domain names registered during the window period. This would ensure that any illegal activities or potentially abuse over the internet can be prevented. At the same time, healthy competition can be encouraged over the internet . Since January 003, there has been a shift in the management of the . org TLD from Verisign to the Public Internet Registry, which is an organisation created in 2002 keeping the public internet in mind . During the mid-1990’s, the US government decided to shift several infrastructure and governance that the US government and the military had over the internet over to private bodies. The government felt that the main reason for implementing such policies were because the industry themselves can specialise in creating effective policies and ensure development and advancement through regulations and policies framed over internet. The US government also tried to install several institutional controls means to ensure that the private bodies that had certain governance over the internet. Several organisations such as the ICANN and the IAHC also felt that the international involvement was very important in developing a domain name policy. However, the US government was also concerned that the internet control may go out of US hands and hence framed certain principles in the form Green Paper and White Paper. The White paper included several characteristics such as dominant coalition, steadiness, competitiveness, private, bottom up coordination, representation, etc. The ICANN brought about a transfer of the DNS control from the US government to the global environment. The entire interest of the community was needed to be represented through the actions of the ICANN, which included organisations, society, communities, etc. The ICANN had a bottom-up approach of governance. Many people feel that the ICANN has made the internet very much suited for public interests and before the ICANN had any control over the internet, it was more of a private domain that was exclusively controlled by the US Federal Government. Many people say the internet developed from resources of the Federal government and the military. However, it is also important to note that neither the federal government nor the military had any role to play in the day to day policy-making, decision-making and management of the internet. The policy making and the management of the internet has developed through interactions between private organisations having certain authorities over the internet. Besides, users and institutions also play a very important role in giving feedback to these organisations. Whatever policies are being developed by the ICANN or Verisign are done considering public benefit. By handing over the internet governance to appropriate authorities, not only are the problems solved regarding usage, content, etc, but day-to-day management issues are also well sorted out . Many people consider that by handing over the internet to private organisations, the US government has not privatised the internet, but has handed over it to the private sector decision-makers that would specialise in framing policies and managing issues with regards to domain names. The NSI was the first private organisation to manage the Domain name registration and allocation. The NSI, ICANN and other such organisation gave a lot of importance to domain name as a unique method of accessing a web site. Hence, today domain name is considered as an important property by several organisations, which would often be using it as a trademark. The issue of cyber-squatting was also prevalent due to the importance given by these organisations over domain name . Many people consider that domain name is private properties. However, considering the oppositions laid by other parties over the specific use of domain names and the implementation of strong registry services, demonstrate that Domain names may not exactly be private property. The ownership of these registries lies with the appropriate organisations, but certain amount of information is available to the public. The ICANN has come out strongly that the information stored in the registry database lies specifically with the owner or applicants, and only the database as a whole is owned by the registration organisation . Property rights and Domain names Property rights help to delimit the extent to which the rights of the individual would apply and the rights of the public would end. Several policies such as endowment, approximation and institutionalisation were applied to ensure proper enforcement of property law. The owner of the property has the right to benefit from his property and reap the fruits. The owner of the IP has to benefit from his right by defending the economic benefits. The owner would be having a certain monopoly with regards to his intellectual property right, but at the same time his ownership cannot be guaranteed, as all intellectual property rights instruments are not perfectly efficient. They would and should ensure certain legitimate use by other parties within certain limits. The owner is left to utilise his intellectual property effectively such that he can exclude others and claim the most economic benefits. In certain cases, there may be certain excesses which would anyway land in the hands of other parties including public and the rivals . In the case of domain names, the IP application seem to be simple and straightforward, but over a period of time a lot of controversies have developed requiring a lot of legal control. Earlier it was even difficult to transfer a domain name used by one individual to another. However, following the implementation of several rules and regulations, it is now possible to transfer the domain registry from one person to another. However, there is still controversy regarding the . com registry agreement between Verisign and the ICANN. Verisign would operate the . com registry and provide registration for . com’s. On the other hand, it would follow the policies laid down by the ICANN, and pay ICANN for its services (of policy-making). Today several registries that carry information and details regarding the registration of domain names do not exactly specify who the owner would be. If such an agreement is missing, then the domain names would be owned by the registries or according to the ICANN it would be owned by the public. If one single organisation owns such a registry, then it would not help to meet the rights of the other parties. For instance, earlier, the NSI only managed the registry of . com’s, and slowly other organisations such as Verisign, ICANN, etc, have been involved. This would ensure greater stability and sustainability. Currently, the registry database has been owned by the organisation that has been merely allocated responsibility. This does not speak legitimately of being the owner of the domain names. Currently, the monopoly of the generic TLD lies with one organisation and the country code TLD rests with certain organisations that the government of the country has allocated to. The ICANN has freely encouraged the transfer and the reassignment of domain name rights from one party to another. The rights are transferred in such a way that they would end up with owners who are in a better position to make effective use of the resources. However, transferability of domain name registries is subjected to certain limitations. Several generic TLD registries and the ICANN have contractual agreements. Either of the parties should be able to transfer the rights to another party with a mutual consent. For example the NSI was taken over by Verisign and so were the registries. However, the person taking over the registry may not always make full benefit of the registry and may not full the responsibilities mentioned. In a dynamic internet environment, there is also the possibility that the new registry owner may not make full use and understand the importance of the contents of the registry. When one company would be buying over the other company, the registry would also play a very important role in the takeover costs. The free transferring of the domain name registries would create an instable domain name registry. In the generic TLD, the registries are monopoly, and hence if the information of the registry is not transferred during ownership transfers, the entire domain would be affected . Any property right instrument should ensure that the owner can exercise his right and also transfer his ownership to other parties freely. However, in the case of registries, as there a lot of problems with regards to stability and continuation of the system, the information of the registry is not a property of the registry organisation, but in the public domain. Domain Name Disputes and Arbitration The sudden explosion over the use of the internet in today’s world has placed domain names in direct conflict with trademarks. The use of a domain name would apply throughout the world, as the internet is accessible throughout the world. On the other hand, the trademark laws of a particular nation would vary with that of another, and hence, there is always a chance that trademark laws and domain name laws are in direct conflict with one another. Domain names would apply to the product and services of a service provider and hence ought to be given the same protection as trademarks . On the other hand, registries that register domain names give the importance of registering on a first-come-first served basis. Oppositions would say domain names contains alphabets and numerals, and hence, qualify to become a trademark. However, no rule is hard and fast. Domain name owners feel that the domain names are not protected under trademark laws as the internet is a global media having no offline limitation. On the other hand, the trademark owners feel that domain names are trademarks and hence are liable to file for dilution, unfair competition, etc . One of the main reasons as to why there is intense disputes with regards to domain names, is due cyber-squatting, in which somebody would register a particular domain name, and later try to sell it to the trademark owner. Domain name registries are accepting registration of domain names on a first-come first-served basis, and hence any person can register a popular trademark as a domain name and later plan to sell to the trademark owner. Often the prices quoted by the cyber-squatters are much more than what is paid of registration. Besides, cyber-squatters can misuse the trademark of the owner, and in turn wrongfully attract customers or tarnish the name of the original trademark owner . In the year 1995, the NSI framed a policy to settle disputes between domain name holders and trademark holders. The NSI is left out of the conflict and does not have the right to suspend the services of the domain name holder. Slowly, the importance of the trademark owners began to be felt. Trademarks owners can extent their services on to the internet, considering that it would be an ideal environment for business purposes. Customers on the other hand may also consider domain names being similar to trademarks for search purposes . One of the means of solving domain name disputes is by adopting the Uniform Dispute Resolution Policy implemented by the ICANN in 1999. This is mainly to solve the disputes that arise between domain name owners and trademark owners. The WIPO Arbitration and Mediation Centre would conduct the UDRP procedures. The process is much faster than the courts, and besides the decisions given is credible and impartial. The fees that are imposed are less than the routine courts . ICANN and UDRP The ICANN UDRP has been implemented for several TLD’s including . net, . com, . org, etc. However, it is not applicable to the country level TLD’s, such as . uk, . in, etc. The dispute resolution policy would occur between the domain name holder and the registering authority, such as country-coded domain registering organisation. The UDRP would set the terms and conditions that would arise in case of conflict arise between the domain name holder and any other party, except the registrar (ICANN). According to the ICANN, certain terms and conditions need to be followed when registering for a domain name. The registrant should ensure that all statements made are true, complete, and the domain name would not violate the rights of others. The domain name so registered would not be done for an illegal cause and would not be used to overcome any law. Any action done for the domain name would be lead to the owner being held responsible. The ICANN can transfer, modify or cancel a domain name registered if the domain name registrant requires so, if the court having a jurisdiction requires that the domain name be changed or cancelled or if a relevant administrative body requires that the domain name be changed or expelled. Depending on the situations, the ICANN would make a request to the domain name holder to perform such changes. The URDP procedure would be conducted before an administrative tribunal. Usually such tribunals would come into action whenever a third party has an issue with a particular domain name and files an application for objection before the ICANN. The three elements of conflicts arise include:- †¢ Domain name similar or confusingly similar to a trademark (and the complainant has filed an objection before the URDP) †¢ The registrant has no interests legally over a particular domain name †¢ Domain names which have been registered and utilised in bad faith Only if these three elements are proved during trial before the administrative tribunal (by the complainant) would the complainant be able to prove that the domain name registrant has registered the domain name in bad faith. During the course of trial, the complainant should be able to prove certain evidences:- †¢ The domain name registrant has primarily registered the domain name to sell, rent or transfer the domain name to the true owner later (who is the current trademark holder). †¢ The domain name registrant has registrant has tried to register the domain name with the sole purpose of selling the domain name later to a competitor of the complainant. †¢ The domain name has been registered to prevent the trademark holder from using the domain name for his usual business. †¢ Domain name has been registered for obstructing the usual trade of the complainant. †¢ The domain name registered has registered the domain name so as to create confusion in the public or to have an association with the original trademark holder and gain commercially. There is every chance that the people would get confused in such a situation and may get attracted to the domain name . The domain name holder however has certain rights over the legitimate claim and use of a domain name. Some of the legitimate interests of the domain name holder include:- †¢ The domain name is being utilised for the honest interests of the domain name holder †¢ The domain name holder has created a separate identity for himself and is known most often by the domain name, even though a separate trademark does not exist. †¢ The domain name has been created for legal and non-commercial interests, meeting up to the fair use clauses. †¢ The domain name has not been created to confuse people with an association to a particular trademark or to tarnish/dilute the image of the original trademark holder . The complainant has the choice of selecting an administrative tribunal from the variety offered for handling that particular case. The ICANN would appoint a panel that would discuss the case and offer its decision based on evidence. The complainant or the respondent can file a single administrative hearing before the panel if multiple disputes are present. The administrative panel has the right to discuss all the cases as one or separate each out, depending up on the policy of the ICANN. The fees for the administrative procedure under the URDP would be paid by the complainant, and in case the complainant requires that the panel be increased from one member to three members, the fees would also increase and would be payable by the complainant and the respondent. The ICANN would not participate in any administrative procedure held in front of the administrative panel, and at the same time cannot be held liable for any decisions given by the panel. In case the complainant is able to prove his/her point, the domain name of the respondent would be cancelled by the administrative panel and would be handed over to the complainant. Once the administrative panel makes a decision, the ICANN would be informed, and the efforts would be made by the organisation to inform the public through the website. In certain cases requiring reasonable secrecy, efforts would be made not to publish such information . If the respondent wishes to seek justice, he can further go to the appropriate court and file his case before, it and the ICANN would not interfere in this matter. The ICANN would within 10 days cancel or transfer the domain name, but in case of a lawsuit, it would wait for then 10 days for the notice and not enable the decision of the administrative tribunal. The ICANN may also not implement the decision of the administrative tribunal in case a fair agreement has reached between the complainant and the respondent regarding the use of the domain name. The ICANN and the URDP cannot be considered as evidence in any case regarding a dispute of a domain name . There may be certain periods of time when a domain name cannot be transferred from one party to another. This may include during an administrative enquiry, ongoing court lawsuit, etc. All policies framed by the ICANN would be made known to the public at least 30 days in advance before the policies are implemented. If the policies of the ICANN are not suitable for a particular domain name, then the domain name holder can cancel his registration and reapply, when the rules are changed . The member who belongs to the administrative panel should provide an impartial and independent decision during the process of discussion. In case certain decisions have to be made in an impartial way, then the provider should be informed of the same. The URDP procedure is an instrument meant to ensure interests of the public and the society along with certain number of private interests. The URDP procedures are primarily arranged to manage cases in which domain names have been registered in bad faith, misappropriation or for a wrongful intention, so as to destroy the good name of the trademark owner. These cases would hence extent to situations in which the domain name are similar or confusingly similar to the trademark owner or have been registered in bad faith. The URDP would be doing case-by-case analysis and would be providing an appropriate decision based on the evidence and the facts

Reasons for the Development of Gothic Architecture

Reasons for the Development of Gothic Architecture Discuss the reasons for the development of the Gothic cathedral and explain how constructional problems were overcome The Gothic cathedral originates from twelfth century France where experimentation with radical new ideas about geometry witnessed a revolution in ecclesiastical architecture. The development of the Gothic style of architecture was not a sudden transformation it evolved over a long period, developing aspects of the Romanesque era which preceded it. Romanesque is characterised by a use of round or slightly pointed arches, barrel vaults, cruciform piers, supporting vaults, and groin vaults.[1] In the Gothic cathedral a greater emphasis was placed on verticality, featuring structures with great expanses of glass, sharply pointed spires, cluster columns, flying buttresses, ribbed vaults, pointed arches and imaginative sculptural detail.[2] The Abbey Church of St. Denis, where St. Deniss famous and influential Abbot Suger directed a west front in 1137, is thought to be the birthplace of the Gothic cathedral[3]. St. Denis was not a cathedral but the work there appears to have inspired refurbishment to the new Gothic style of a large number of Romanesque cathedrals in the surrounding Greater Paris Basin such as Sens (1140s), Notre Dame of Paris (1160), Chartres (1194), and Beauvais (1226).[4] The rediscovery of Eastern architectural styles and construction techniques by Crusaders returning from the Holy Land contributed to these developments in France.[5] For example, the flying buttress was a late Roman invention which was copied by the Arabs, and subsequently incorporated into what we now know as ‘Gothic.’[6] Ecclesiastical architecture was one of the most important statements of power, wealth and respect, and during the twelfth century when royal power was struggling to reassert itself, cathedral building was seen as a way of regaining the trust and admiration of the public. As Victor Hugo said of Notre-Dame: Each face, each stone of this venerable monument is not only a page of the history of the country, but also of the history of knowledge and art. Time is the architect, the people are the builder.[7] The complex architectural design of Notre-Dame reflects the influences of the rulers of the time and illustrates how important the construction of the early Gothic cathedral was to the leading powers of the country. During the reign of Louis VI and Louis VII the monarchy began to establish itself as a predominant power and unlike other regions of France where powerful counts supported the construction of monasteries and cathedrals, the Greater Paris basin had experienced minimal development of its ecclesiastical architecture. As Scott says: ‘The absence of a recent regional style, combined with the fact that most abbeys and cathedrals in the Greater Paris Basin were old and in disrepair, created an opportunity for wholesale renewal of churches that could not have arisen elsewhere.’[8] Cathedral building was to transcend its humble beginnings of the ideas of Abbot Suger, gradually transforming the earlier Romanesque style into something entirely new. The new style evolved across northern France and in1174 marked its arrival in England during the rebuilding of the twelfth century choir at Canterbury. The relationship between England and France was close compared to other countries: many high-ranking clergymen of twelfth-century England were French, and others who were English by birth had been educated at the great cathedral schools of France, such as Chartres and Notre Dame. Furthermore, in England, where the trend of post-Norman invasion architecture was coming to an end, there was a niche for a new style. As centre of the head of the Church of England, Canterbury Cathedral inspired the Gothic church building movement in England. The choir, which had been gutted by fire, was rebuilt as a shrine of the murdered archbishop, St. Thomas Becket. Cathedrals which follow ed the Gothic design included Chichester (c. 1187), Winchester (c. 1190), Lincoln (c. 1192), and Llandaff, Wales (c. 1193).[9] Constructional Problems The sheer size and volume of the masonry involved presented problems during the construction of Gothic cathedrals. In order to reach the great heights of the cathedrals elaborate scaffolds were needed, which were made of wood, together with winch systems. These materials would have suffered in bad weather, and during the winter coverings would have been put up so that some progress could be made.[10] The features of the evolving Gothic style such as the large stained-glass windows, the flying buttresses, and ribbed vaults perhaps caused the most problems during construction. Larger windows were desired to allow more light than traditional styles. This meant that the buildings had to be taller using flying buttresses to support higher ceilings with rib vaults to support. Although funded by the clergy, large scale projects still relied on limited resources. Costs of quarrying and transporting stone were high so in compensation vaults were made thinner.[11] Unfortunately this meant that vaults collapsed, and it was only through a process of experimentation and learning that these problems were overcome. The roof supports had to be aesthetically pleasing as well as functional. In France it was practice to thin the supports, and arrange them as ‘integral parts of an articulated system, of which the ribbed vaults were the crowning feature, (which) imparted a new vitality and dyn amic quality.’[12] In addition to this, the shafts supporting the cross-arches were often brought out and given greater distinction. The introduction of rib vaults also meant that secondary shafts were needed to support them.[13] The demand for light and stained glass meant a deviation from traditional circular designs in window surrounds. At Laon, the circular design of the window surround was incongruous with the flat surface of the glass.[14] At the same time a similar aesthetic conflict had sprung up between the rib-vault in the apse and its semicylindrical form. The development of the polygonal apse meant that these problems could be resolved. As Frankl explains it: ‘Even seen at an angle, a semicylindrical apse will always appear frontal, whereas in a polygonal apse, though one may stand frontally to one side, one will always see slanting sides at the same time. Several images are seen simultaneously, and all are included in the optical impression of the whole.[15] This solution to the problem is a fine example of how Gothic architecture experimented with appearance and form: designs became ambitious and it was the duty of the architect and builders to try and fulfil them. In conclusion, the evolution of the Gothic cathedral was an expensive and dynamic phenomenon which was driven by the ruling powers of the lands. As the buildings represented so much to both the prelates and the public the problems encountered during construction appear to have been a serious challenge, albeit one accepted by the society of the time. Bibliography Frankl, P., 1962, Gothic Architecture. Baltimore, MD: Penguin Davidson, C, 2002, Abbeys and Cathedrals. (http://www.bbc.co.uk/history/lj/churchlj/cathedral_04.shtml) Davis, M. T., 1998, Splendor and Peril: The Cathedral of Paris, 1290-1350. The Art Bulletin, Vol. 80 Harvey, J, 1950, The Gothic World, 1100-1600: A Survey of Architecture and Art. London: B. T. Batsford Ltd Scott, R.A, 2003, The Gothic Enterprise: A Guide to Understanding the Medieval Cathedral. California: University of California Press The Social Background of Gothic Cathedrals. 2004, Architectural Science Review. Volume: 47. Issue: 2. University of Sydney, Faculty of Architecture: Gale Group Online encyclopaedia: (http://en.wikipedia.org/wiki/Romanesque) Online encyclopaedia: (http://en.wikipedia.org/wiki/Gothic_Cathedral#Characteristics) 1 [1] Online encyclopaedia: ( http://en.wikipedia.org/wiki/Romanesque)  Ã‚   [2] Online encyclopaedia: (http://en.wikipedia.org/wiki/Gothic_Cathedral#Characteristics)   [3] Scott, R.A, 2003, The Gothic Enterprise: A Guide to Understanding the Medieval Cathedral. California: University of California Press, p.12.   [4] Ibid, p.12-13.   [5] Davidson, C, 2002, Abbeys and Cathedrals. (http://www.bbc.co.uk/history/lj/churchlj/cathedral_04.shtml)   [6] The Social Background of Gothic Cathedrals. 2004, Architectural Science Review. Volume: 47. Issue: 2. University of Sydney, Faculty of Architecture: Gale Group, p.209.   [7] Quoted from Davis, M. T., 1998, Splendor and Peril: The Cathedral of Paris, 1290-1350. The Art Bulletin, Vol. 80.   [8] Scott, R.A, 2003, The Gothic Enterprise: A Guide to Understanding the Medieval Cathedral. California: University of California Press, p.13.   [9] Ibid, pp.14-15.   [10] Davidson, C, 2002, Abbeys and cathedrals. (http://www.bbc.co.uk/history/lj/churchlj/cathedral_04.shtml)   [11] The Social Background of Gothic Cathedrals. 2004, Architectural Science Review. Volume: 47. Issue: 2. University of Sydney, Faculty of Architecture: Gale Group, p.209.   [12] Harvey, J, 1950, The Gothic World, 1100-1600: A Survey of Architecture and Art. London: B. T. Batsford Ltd, p.59.   [13] Ibid, p.59.   [14] Frankl, P., 1962, Gothic Architecture. Baltimore, MD: Penguin, p.42.   [15] Ibid, p.43.

Cherokee Indians Essay examples -- History Indians Native Americans Es

Cherokee Indians The Cherokee Indians were one of the civilized tribes in the United States. They were located in the southeastern part of the U.S. This includes the western parts of North and South Carolina, The northern parts of Alabama and Georgia, Southwest Virginia and the Cumberland basin of Tennessee. It appears the Cherokee settled in 1000 A.D. to 1500 A.D. Their development took place in two stages or phases. The Pisgah which took place 1300 A.D. to 1540 A.D. and the Qualla which took place 1540 A.D. to 1750 A.D. The first period was primitive and the second was influenced by European contact. They were a large tribe that was part of the Iroquian language group even though their language is very different. Despite this the Cherokee developed written language due to contact with the white men. They were very interested in learning the white men ways. Although there is a lot written about the Cherokee and Europeans, the focus here will be Cherokee life including daily life, marriage, governme nt, and war.   Ã‚  Ã‚  Ã‚  Ã‚  Cherokee villages consisted of groups of relatives that included members of at least four clans. They grew crops outside their villages. There were also some fields inside the villages. Each family had a marked section of the field. Both men and women helped in farming every section. As with many tribes the men were responsible for hunting, fishing, building houses and council lodges, made important decisions, performed religious ceremonies, trained young boys and defended the village. The Cherokee women were responsible for the home, raising the children, helping in the fields, preparing and gathering food, washing and making clothes, and making baskets and pottery. Even though The Cherokee were a matrilineal society only certain women were allowed to have input in council decisions.   Ã‚  Ã‚  Ã‚  Ã‚  The Cherokee had many rules and regulations to live by and since they have a strong sense of tradition these rules were not challenged until they came into contact with the European. An example would be women were not allowed to marry until they had their first menstruation. During a young woman’s menstruation she is separated from her family and taken to a special place outside of the village where she stays for seven days. No one is allowed to touch her because she is believed to be unclean. Even she can not touch her own food therefore another w... ...g the warriors not to be afraid for God would help them if they trusted him. A priest would pray and the war party would set out. After returning home from battle, the warriors stayed at their own village council houses for twenty-four days. During this time they went under intense purification rituals before returning to their families. Being given a new name honored warriors, who fought well in battle. The new name usually gave them new status in the village.   Ã‚  Ã‚  Ã‚  Ã‚  Cherokee life is full of traditions that helped the tribe survive as long as it has. Even though they have been separated, the Cherokee still have a strong sense of being. There is so much more to learn about the Cherokee Indians and their cultures that it will be a while before it is all revealed. Bibliography Mails, Thomas E. 1992 â€Å" The Cherokee People† Marlowe and company Mooney, James 1891 â€Å" Sacred Formulas of the Cherokees Starkey, Marion 1946 â€Å"The Cherokee Nation†, New York Steele, Phillip 1974 â€Å"The last Cherokee Warriors† Pelican publishing company Wilkins, Thurma 1970 â€Å"Cherokee Tragedy† London, The Macmillan Company Woodward, Grace Steele 1963 â€Å" The Cherokees, University of Oklahoma press. Cherokee Indians Essay examples -- History Indians Native Americans Es Cherokee Indians The Cherokee Indians were one of the civilized tribes in the United States. They were located in the southeastern part of the U.S. This includes the western parts of North and South Carolina, The northern parts of Alabama and Georgia, Southwest Virginia and the Cumberland basin of Tennessee. It appears the Cherokee settled in 1000 A.D. to 1500 A.D. Their development took place in two stages or phases. The Pisgah which took place 1300 A.D. to 1540 A.D. and the Qualla which took place 1540 A.D. to 1750 A.D. The first period was primitive and the second was influenced by European contact. They were a large tribe that was part of the Iroquian language group even though their language is very different. Despite this the Cherokee developed written language due to contact with the white men. They were very interested in learning the white men ways. Although there is a lot written about the Cherokee and Europeans, the focus here will be Cherokee life including daily life, marriage, governme nt, and war.   Ã‚  Ã‚  Ã‚  Ã‚  Cherokee villages consisted of groups of relatives that included members of at least four clans. They grew crops outside their villages. There were also some fields inside the villages. Each family had a marked section of the field. Both men and women helped in farming every section. As with many tribes the men were responsible for hunting, fishing, building houses and council lodges, made important decisions, performed religious ceremonies, trained young boys and defended the village. The Cherokee women were responsible for the home, raising the children, helping in the fields, preparing and gathering food, washing and making clothes, and making baskets and pottery. Even though The Cherokee were a matrilineal society only certain women were allowed to have input in council decisions.   Ã‚  Ã‚  Ã‚  Ã‚  The Cherokee had many rules and regulations to live by and since they have a strong sense of tradition these rules were not challenged until they came into contact with the European. An example would be women were not allowed to marry until they had their first menstruation. During a young woman’s menstruation she is separated from her family and taken to a special place outside of the village where she stays for seven days. No one is allowed to touch her because she is believed to be unclean. Even she can not touch her own food therefore another w... ...g the warriors not to be afraid for God would help them if they trusted him. A priest would pray and the war party would set out. After returning home from battle, the warriors stayed at their own village council houses for twenty-four days. During this time they went under intense purification rituals before returning to their families. Being given a new name honored warriors, who fought well in battle. The new name usually gave them new status in the village.   Ã‚  Ã‚  Ã‚  Ã‚  Cherokee life is full of traditions that helped the tribe survive as long as it has. Even though they have been separated, the Cherokee still have a strong sense of being. There is so much more to learn about the Cherokee Indians and their cultures that it will be a while before it is all revealed. Bibliography Mails, Thomas E. 1992 â€Å" The Cherokee People† Marlowe and company Mooney, James 1891 â€Å" Sacred Formulas of the Cherokees Starkey, Marion 1946 â€Å"The Cherokee Nation†, New York Steele, Phillip 1974 â€Å"The last Cherokee Warriors† Pelican publishing company Wilkins, Thurma 1970 â€Å"Cherokee Tragedy† London, The Macmillan Company Woodward, Grace Steele 1963 â€Å" The Cherokees, University of Oklahoma press.